General Management- Behavior

8/3/2019 General Management- Behavior

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Prof. Rushen ChahalProf. Rushen Chahal

General Management


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L E A R N I N G O U T L I N EFollow this Learning Outline as you read and study this chapter.

Why Look at Individual Behavior?

Describe the focus and the goals of organizational

behavior.

Explain why the concept of an organization as an iceberg

is important to understanding organizational behavior.

Define the five important employee behaviors that

managers want to explain, predict, and influence.

Attitudes

Describe the three components of an attitude. Discuss three job-related attitudes.

Describe the impact of job satisfaction has on employee

behavior.


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L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.

Attitudes (contd)

Explain how individuals reconcile inconsistencies

between attitudes and behavior.

Personality

Contrast the MBTI and the Big Five Model of personality.

Describe the five personality traits that have proved to be

most powerful in explaining individual behavior in

organizations.

Explain how emotions and emotional intelligence impactbehavior.


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L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.

Perception

Explain how an understanding of perception can help

managers better understand individual behavior.

Describe the key elements of attribution theory.

Discuss how the fundamental attribution error and self-

serving bias can distort attributions.

Name three shortcuts used in judging others.

Learning

Explain how operant conditioning helps managersunderstand, predict, and influence behavior.

Describe the implications of social learning theory for

managing people at work.

Discuss how managers can shape behavior.


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Understanding Individual Behavior

Organizational Behavior (OB)

The actions of people at work

Dual Focus of OB

Individual behaviorAttitudes, personality, perception, learning, and

motivation

Group behavior

Norms, roles, team building, leadership, and conflict Goals of OB

To explain, predict and influence behavior.


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Exhibit 14.1Exhibit 14.1

The Organization as an Iceberg


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Important Employee Behaviors

Employee Productivity

A performance measure of both efficiency and

effectiveness

AbsenteeismThe failure to report to work when expected

Turnover

The voluntary and involuntary

permanent withdrawal froman organization


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Important Employee Behaviors

Organizational Citizenship Behavior (OCB)

Discretionary behavior that is not a part of an

employees formal job requirements, but which

promotes the effective functioning of the organization.

Job Satisfaction

The individuals general attitude

toward his or her job


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Psychological Factors Affecting

Employee Behavior

AttitudesAttitudes

PersonalityPersonality

PerceptionPerception

LearningLearning

EmployeeEmployee

ProductivityProductivity AbsenteeismAbsenteeism

TurnoverTurnover

OrganizationalOrganizational

CitizenshipCitizenship

Job SatisfactionJob Satisfaction


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Psychological Factors

Attitudes

Evaluative statementseither favorable or

unfavorableconcerning objects, people, or events.

Components Of An AttitudeCognitive component: the beliefs, opinions,

knowledge, or information held by a person.

Affective component: the emotional or feeling part

of an attitude.

Behavioral component: the intention to behave in a

certain way.


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Psychological Factors (contd)

Job Satisfaction

Job satisfaction is affected by level of income earned

and by the type of job a worker does.

Job Satisfaction and ProductivityFor individuals, productivity appears to lead to job

satisfaction.

For organizations, those with more satisfied

employees are more effective than those with less

satisfied employees.


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Job Satisfaction and Absenteeism

Satisfied employees tend to have lower levels of

absenteeism.

Job Satisfaction andT

urnoverSatisfied employees have lower levels of turnover;

dissatisfied employees have higher levels of turnover.

Turnover is affected by the level of employee

performance.

The preferential treatment afforded superior employees

makes satisfaction less important in predicting their

turnover decisions.


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Job Satisfaction and Customer Satisfaction

The level of job satisfaction for frontline employees is

related to increased customer satisfaction and loyalty.

Interaction with dissatisfied customers can increase

an employees job dissatisfaction.

Actions to increase job satisfaction for customer

service workers:

Hire upbeat and friendly employees.

Reward superior customer service.

Provide a positive work climate.

Use attitude surveys to track employee satisfaction.


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Job Involvement

The degree to which an employee identifies with his

or her job, actively participates in it, and considers his

or her performance to be important to his or her self-

worth.

High levels of commitment are related to fewer

absences and lower resignation rates.


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Organizational Commitment

Is the degree to which an employee identifies with a

particular organization and its goals and wishes to

maintain membership in the organization.

Leads to lower levels of both absenteeism and

turnover.

Could be becoming an outmoded measure as the

number of workers who change employers increases.


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Perceived Organizational Support

Is the general belief of employees that their

organization values their contribution and cares about

their well-being.

Represents the commitment of the organization to the

employee.

Providing high levels of support increases job

satisfaction and lower turnover.


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Attitude Surveys

Attitude Surveys

A instrument/document that presents employees with

a set of statements or questions eliciting how they

feel about their jobs, work groups, supervisors, or

their organization.

Provide management with feedback on employee

perceptions of the organization and their jobs.


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Exhibit .2Exhibit .2

Sample Attitude Survey

Source: Based on T. Lammers, The Essential Employee Survey, Inc., December 1992, pp. 15961.


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Attitudes and Consistency

People seek consistency in two ways:

Consistency among their attitudes.

Consistency between their attitudes and behaviors.

If an inconsistency arises, individuals:Alter their attitudes

or

Alter their behavior

orDevelop a rationalization for the inconsistency


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Cognitive Dissonance Theory

Cognitive Dissonance

Any incompatibility or inconsistency between attitudes

or between behavior and attitudes.

Any form of inconsistency is uncomfortable andindividuals will try to reduce the dissonance.

The intensity of the desire to reduce the dissonance is

influenced by:

The importance of the factors creating the dissonance.

The degree to which an individual believes that the

factors causing the dissonance are controllable.

Rewards available to compensate for the dissonance.


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The Importance of Attitudes

Implication for Managers

Attitudes warn of potential behavioral problems:

Managers should do things that generate the positive

attitudes that reduce absenteeism and turnover.

Attitudes influence behaviors of employees:

Managers should focus on helping employees become

more productive to increase job satisfaction.

Employees will try to reduce dissonance unless:

Managers identify the external sources of dissonance.

Managers provide rewards compensating for the

dissonance.


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Personality

Personality

The unique combination of psychological

characteristics (measurable traits) that affect how a

person reacts and interacts with others.


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Classifying Personality Traits

Myers Briggs Type Indicator (MBTI)

A general personality assessment tool that

measures the personality of an individual using

four categories:

Social interaction: Extrovert or Introvert

(E or I)

Preference for gathering data: Sensing or Intuitive

(S or N)

Preference for decision making: Feeling orThinking(F orT)

Style of decision making: Perceptive or Judgmental

(P or J)


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The Big Five Model

Extraversion

Sociable, talkative, and

assertive

Agreeableness

Good-natured,

cooperative, and trusting

Conscientiousness

Responsible, dependable,

persistent, andachievement oriented

Emotional Stability

Calm, enthusiastic, and

secure or tense, nervous,

and insecure

Openness to ExperienceImaginative, artistically

sensitive, and intellectual


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Other Personality Insights

Locus of Control

External locus: persons who believe that what

happens to them is due to luck or chance (the

uncontrollable effects of outside forces) .

Internal locus: persons who believe that they control

their own destiny.

Machiavellianism (Mach)

The degree to which an individual is pragmatic,maintains emotional distance, and seeks to gain and

manipulate powerthe ends justify the means.


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Other Personality Insights (contd)

Self-Esteem (SE)

The degree to which people like or dislike themselves

High SEs

Believe in themselves and expect success.Take more risks and use unconventional approaches.

Are more satisfied with their jobs than Low SEs.

Low SEs

Are more susceptible to external influences.Depend on positive evaluations from others.

Are more prone to conform than high SEs.


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Self-Monitoring

An individuals ability to adjust his or her behavior to

external, situational factors.

High self-monitors:

Are sensitive to external cues and behave differently in

different situations.

Can present contradictory public persona and private

selves.

Low self-monitors

Do not adjust their behavior to the situation.

Are behaviorally consistent in public and private.


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Risk-Taking

The propensity (willingness) to take risks.

High risk-takers take less time and require less

information than low risk-takers when making a

decision.

Organizational effectiveness is maximized when the

risk-taking propensity of a manager is aligned with

the specific demands of the job assigned to the

manager.


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Emotions and Intelligence

Emotions

Intense feelings (reactions) that are directed at

specific objects (someone or something)

Universal emotions:

Anger

Fear

Sadness

Happiness

Disgust

Surprise


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Emotions and Intelligence

Emotional Intelligence (EI)

An assortment of noncognitive skills, capabilities, and

competencies that influence a persons ability to

succeed in coping with environmental demands and

pressures.

Dimensions of EI:

Self-awareness: knowing what youre feeling

Self-management: managing emotions and impulses

Self-motivation: persisting despite setbacks and failures

Empathy: sensing how others are feeling

Social skills: handling the emotions of others


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Hollands Typology of Personality and Sample

Occupations Realistic

Prefers physical activities

that require skill, strength,

and coordination.

Investigative

Prefers activities involving

thinking, organizing, and

understanding.

SocialPrefers activities thatinvolve helping and

developing others.

Conventional

Prefers rule-regulated,

orderly, and unambiguous

activities.

Enterprising.

Prefers verbal activities in

which there are

opportunities to influence

others and attain power.

Artistic.

Prefers ambiguous and

unsystematic activities that

allow creative expression.


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Understanding Personality Differences

Personality-Job Fit Theory (Holland)

An employees job satisfaction and likelihood of

turnover depends on the compatibility of the

employees personality and occupation.

Key points of the theory:

There are differences in personalities.

There are different types of jobs.

Job satisfaction and turnover are related to the match

between personality and job for an individual.


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Perception

Perception

A process by which individuals give meaning (reality)

to their environment by organizing and interpreting

their sensory impressions.

Factors influencing perception:

The perceivers personal characteristicsinterests,

biases and expectations

The targets characteristicsdistinctiveness, contrast,

and similarity)

The situation (context) factorsplace, time,

locationdraw attention or distract from the target


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Perception Challenges: What Do You See?


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How We Perceive People

Attribution Theory

How the actions of individuals are perceived by others

depends on what meaning (causation) we attribute to a

given behavior.

Internally caused behavior: under the individuals control

Externally caused behavior: due to outside factors

Determining the source of behaviors:

Distinctiveness: different behaviors in different situations

Consensus: behaviors similar to others in same situation

Consistency: regularity of the same behavior


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Attribution Theory


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How We Perceive People (contd)

Attribution Theory (contd)

Fundamental attribution error

The tendency to underestimate the influence of external

factors and to overestimate the influence of internal or

personal factors.

Self-serving bias

The tendency of individuals to attribute their successes to

internal factors while blaming personal failures on

external factors.


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Shortcuts Used in Judging Others

Assumed Similarity

Assuming that others are more like us than they

actually are.

Stereotyping

Judging someone on the basis of our perception of a

group he or she is a part of.

Halo Effect

Forming a general impression of a person on thebasis of a single characteristic of that person


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Learning

Learning

Any relatively permanent change in behavior that

occurs as a result of experience.

Almost all complex behavior is learned.

Learning is a continuous, life-long process.

The principles of learning can be used to shape

behavior

Theories of learning:

Operant conditioning

Social learning


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Learning (contd)

Operant Conditioning (B.F. Skinner)

The theory that behavior is a function of its

consequences and is learned through experience.

Operant behavior: voluntary or learned behaviors

Behaviors are learned by making rewards contingent to

behaviors.

Behavior that is rewarded (positively reinforced) is likely

to be repeated.

Behavior that is punished or ignored is less likely to be

repeated.


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Learning (contd)

Social Learning

The theory that individuals learn through their

observations of others and through their direct

experiences.

Attributes of models that influence learning:

Attentional: the attractiveness or similarity of the model

Retention: how well the model can be recalled

Motor reproduction: the reproducibility of the models

actions

Reinforcement: the rewards associated with learning

the model behavior


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Learning (contd)

Shaping Behavior

Attempting to mold individuals by guiding their

learning in graduated steps such that they learn to

behave in ways that most benefit the organization.

Shaping methods:

Positive reinforcement: rewarding desired behaviors.

Negative reinforcement: removing an unpleasant

consequence once the desired behavior is exhibited.

Punishment: penalizing an undesired behavior.

Extinction: eliminating a reinforcement for an

undesired behavior.

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General Management- Behavior